The existing multi-faceted notion of social capital is insufficient to analyze the behavior of a certain community whose boundary and exclusionary membership are clearly delineated. Drawing on the prospering examples of China’s Wenzhou entrepreneurial networks and Toyota’s supply chain, this paper proposes“ community capital” as an alternative limited middle-range concept. Well-functioning communities are apt to foster “commensurate trust” as a derivative of shared success experiences “imprinted” in the minds of community members, which in turn induces them to collaborate through “quasities” with or without prior acquaintance.

Which factors are considered important in building collaborations between businesses and nonprofits? Although some collaborations are considered successful at the stage of co-development of a product, not all of them necessarily produce good results. Focusing on the connection between the collaborative purposes and self-interest, we find that this connection leads to differences in collaborative results. By considering both unity of their purposes of the collaboration and necessity of mutual support, the study indicates the possibility of foreseeing such collaborations.

In this paper, we re-examine the causes of power imbalance based on resource dependency perspective and main bank system research. Existing literature argues the following points: Main banks coordinate, oversee and take charge of an informal reorganization of firms; and to show commitments to other lenders they are prepared to support the firm by dispatching executives into senior managerial positions in the firm, often into top management positions, including chairman, vice-chairman, president or senior executive director.
We specifically extend the resource dependency perspective by combining it with findings of the main bank research to theoretically specify what types of organization possess superior power and have intentions to exert it. Our argument is that the more the firm depends not only on lenders but also on stock-holders, the less power the firm holds. Based on this theoretical development, we employ executive cooptation as the effect of power imbalance and use a multi-nominal regression analysis. The result indicates that not only the factor the main bank research examined works but also those factors the Keiretsu research have not examined have significant effects.

To maintain competitive advantages, delaying competitor’s imitation of one’s new product is an important issue in business strategy. This study analyzes how the similarity of one’s new product to competitor’s existing product affects the competitor’s time to respond, by using the data of new product launch in the Japanese beer industry. The empirical results support that when the level of similarity is low, competitors respond quickly, while the level of similarity is high, they respond slowly due to the fear of cannibalization. We also found that the variance of response delay increases with the increasing risk of cannibalization.

This paper examines the issue of information asymmetry that occurs due to the separation of the National Police Agency and the Prefectural Police in Japan from the perspective of incentives. The analysis indicates that when police bureaucrats were put in charge of the Prefectural Police, they assumed authority over personnel and the problem of asymmetry of personnel information became less evident. In contrast, when the National Police Agency appointed someone who had quickly advanced to the ranks of the Prefectural Police to be in charge of personnel, people were instead incentivized by the possibility of future promotion. Thereby, the National Police Agency indirectly created a system of management control in the Prefectural Police.

Existing literatures on negotiation have shown that negotiator’s attitudes are influenced by framing and reciprocity. Although each effect has been investigated separately, there has been little interest in the interaction effect of these factors. In this study, the author conducted a questionnaire experiment to examine how framing and reciprocity norm would jointly affect negotiator’s attitude in distributive bargaining. Specifically, the author hypothesized as follows: (a) individuals framing a negotiation in a gain-framed situation are likely to concede to opponent’s offer under the condition that the opponent makes a concession on ahead, but (b) those who frame a negotiation in a loss-framed situation stick to their original offer strongly whether or not their opponent makes a concession. To verify these predictions, the author developed a scenario that describes a budgetary negotiation held between a business unit and headquarters in a hypothetical firm, and asked participants to determine how much resources they would allocate to the business unit as an HQ staff. The results supported the hypotheses.

Recent researches in human resource development focus on the impact of the bundle of human resource policies on employees and the importance of employees’ learning. These points should be considered not independently, but entwined closely; this study focuses on how intra-organization transfer influences their identification with organization. The study focus on organizational identification research in particular, and discuss the relationship between organizational identification and transfer experiences.
In this study, transfer is divided into two categories: continuous transfer and non-continuous transfer. The following three hypothesizes are set: (1) the non-continuous transfer experience influences organizational identification positively, (2) the promotion experience influences the relationship between organizational identification and non-continuous transfer experience as a mediate variable, and (3) an appropriate interval of con-continuous transfer influences organizational identification positively.
Survey data was obtained both from questionnaires answered by over 2000 employees in co-op, and their personnel data. As a result, the first hypothesis was not supported, although the second and third hypotheses were supported. That means to identify with organization, employees might reflect their past experiences. In other words, they might use promotion as an opportunity for reflection. Noncontinuous transfer, in particular, influences promotion significantly. Therefore, it can be said that organization should provide chances of non-continuous transfer for employees to develop their identification.